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P Bernus, 1999
The Generalised Enterprise Reference The Generalised Enterprise Reference Architecture and Methodology Architecture and Methodology
GERAMGERAM
P BernusP Bernus
P Bernus, 1999
Acknowledgements
• P Bernus / L Nemes and the active members of the IFIP IFAC Task Force as well as ISO TC184/SC5/WG1
• Globeman 21 VRIDGE Team members
have all helped form GERAM through its 8 years of development
• Current version available fromhttp://www.cit.gu.edu.au/~bernus
P Bernus, 1999
Aim
• Collecting and organising knowledge necessary to better implement change processes in the enterprise
• Need to define commonly acceptable terms of the field
• Define the scope of the field of EI
P Bernus, 1999
Broad application area
• CIM (repetitive or one of a kind)
• Service industry
Incorporated enterprise extended enterprise virtual enterprise
P Bernus, 1999
Generalisation of existing architectures and other necessary
elements…..
• The ‘offerings’ of EI related results can be characterised in this framwork
• Mapping of existing architectures, tools, languages,… to GERAM
• Shopping list (what capabilities are needed for an enterprise)
P Bernus, 1999
Background• CIMOSA
• Purdue Enterprise Reference Architecture and Methdology
• GRAI-GIM
• SATT
• Each being a life-cycle architecture (architecture of type II), that describes the progression of the enterprise through its life-cycle ‘phases’
P Bernus, 1999
What is to be designedWhat is to be designed
Management and Control SystemManagement and Control System
Operations Operations (service / manufacturing) (service / manufacturing)
P Bernus, 1999
How to model the decision system?How to model the decision system?
• Mostly human activity (supported by Mostly human activity (supported by “application programs” and databases)“application programs” and databases)
• Mostly non-algorithmic in natureMostly non-algorithmic in nature
P Bernus, 1999
To manage the operations, the ICOM of the To manage the operations, the ICOM of the transformationtransformation that takes place in the that takes place in the operation must be providedoperation must be provided
Operations
input (when and where accessible by resources under the control of re-source management)
output (when and where produced by resourcesunder the control ofresource management)
machine, human,$ resources (available for resource management to control)
controls (provided byresource managementin real time to transforminput to output)
P Bernus, 1999
Categories of management Categories of management functionsfunctions
• Management of product (I/O)Management of product (I/O)
• Management of resources (M)Management of resources (M)
• Planning and co-ordination (C)Planning and co-ordination (C)
P Bernus, 1999
manageI/O
manageresources
co-ord./ plan
The management of the enterprise
“control” isthe real-time
mgmt of resources
}
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime }
horizonperiod
manageI/O
manageresources
co-ord./ plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
2 3
7 8 9
41 5
6
horizonperiod
externalinfo
manageI/O
manageresources
internalinfo
co-ord./plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
}
Decide on product strategy (what when for which type of customer, what region,
price catgory,...…)
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
2 3
7 8 9
41 5
6
horizonperiod
externalinfo
manageI/O
manageresources
internalinfo
co-ord./plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
}
Decide on resource strategy (humans, assets,
capital / mqachinery, infrascructure…)
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
2 3
7 8 9
41 5
6
horizonperiod
externalinfo
manageI/O
manageresources
internalinfo
co-ord./plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
}Decide on product tactics
(production plansadvertising plans,
distributionplans…)
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
2 3
7 8 9
41 5
6
horizonperiod
externalinfo
manageI/O
manageresources
internalinfo
co-ord./plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
}Decide on resource
plans (leasing, buying, maintainance, hiring,
training,...)
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
2 3
7 8 9
41 5
6
horizonperiod
externalinfo
manageI/O
manageresources
internalinfo
co-ord./plan
GRAI GRID - to modelthe management of the enterprise
“control” isthe real-time
mgmt of resources
}Decision centre
DC1
P Bernus, 1999
Decision centreDecision centre
DC1
decision framework of DC1(OBJECTIVES, CONSTRAINTSAND DECISION VARIABLES)
decision frameworks provided by DC1 to other DCs
inputs(intra- and inter system)
outputs(intra- and inter system)
P Bernus, 1999
Example: manage product
h=7dp=1d
h=1dp=8h
h=8hp=1h
manage weeklyprocurement plan
manage weeklydelivery plan
manage incomingdeliveries
manageincomingservices
plandailydeliveries
dispatch purchasing/incoming goods and servicesinspection
plan dailyservice provision
dispatchgoodsdeliveries
dispatchservicedeliveries
P Bernus, 1999
Traditional value chain isnot co-ordinated: the virtual
enterprise is not an agenth=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
co-o
rdin
atio
n
operational interaction only, feedback fixes only individual problems
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
co-o
rdin
atio
n
P Bernus, 1999
Integrated value chain is co-ordinated: the virtual enterprise is an
agent
multi-level interaction: objectives are co-ordinated on every horizon
co-o
rdin
atio
n
co-o
rdin
atio
n
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
P Bernus, 1999
h=7dp=1d
h=1dp=8h
h=8hp=1h
realtime
co-o
rdin
atio
n
Decision (management) jobs
A B
The organisation implements the decision system:
P Bernus, 1999
Life-cycle phases
Views
Instantiation
Subdivisionaccording tomodelling views
ResourceOrganisation
InformationFunction
}
{{
GenericPartialParticular
{
Subdivision according to genericity}
CIMOSA
P Bernus, 1999
Management and Control SystemManagement and Control System
Operations Operations (service / manufacturing) (service / manufacturing)
P Bernus, 1999
Management and Control SystemManagement and Control System
Operations Operations (service / manufacturing) (service / manufacturing)
P Bernus, 1999
The Components of GERAM
EEMsEEMs
EETsEETs
EMLsEMLsGEMCsGEMCs EMsEMs
PEMsPEMs
EOSsEOSs
EMOsEMOs
GERAGERAGeneralised Enterprise Generalised Enterprise Reference ArchitectureReference Architecture
P Bernus, 1999
GERAGERA
Generalised EnterpriseGeneralised EnterpriseReference ArchitectureReference Architectureidentifies concepts ofidentifies concepts ofenterprise integrationenterprise integration
Enterprise entities, life-cycles and histories, Enterprise entities, life-cycles and histories, modelling frameworkmodelling framework
P Bernus, 1999
Life-cycle of an enterprise entity
DesignPreliminary design
Detailed design
Identification
Concept
Requirements
Implementation
Operation
Decommission
GERAGERA
P Bernus, 1999
GERAGERA
DesignPreliminary design
Detailed design
Identification
Concept
Requirements
Implementation
Operation
Decommission
Life-cycle phases
Time
Redesign/continuous improvementproject
Enterprise Operation
Life histories
Enterprise EngineeringProjects
Decommissioningproject
P Bernus, 1999
GERAGERA
DesignPreliminary design
Detailed design
Identification
Concept
Requirements
Implementation
Operation
Decommission
Life-cycle phases
Time
Change processes are basedChange processes are basedon a relatively small set of on a relatively small set of functional functional capabilitiescapabilities that the that the enterprise must have.enterprise must have.
P Bernus, 1999
Relationship between life-cycles
designpreliminary design
detailed design
identification
concept
requirements
implementation
operation
decommission
operation
entity A
entity B
GERAGERA
P Bernus, 1999
There are various “enterprise entity types” each with their own life-cycles
• Project Enterprise (OKP)
• Repetitive
• Product
P Bernus, 1999
design
identification
concept
requirements
implementation
operation
decommission
ResourceOrganisation
InformationFunction
life-cyclestages
model contentviews
purpose views task views Manifestationviews
Product,Cust. Service
Mgmt,Control
Hard-wareSoft-ware
TechnologyTasks
HumanTask
GERA modelling framework allows various aspectsGERA modelling framework allows various aspects
P Bernus, 1999
GERAGERAmodellingmodellingframeworkframework
Management- and control
Customer serviceSubdivision according to purpose of activity}
HumanMachine
Subdivision according to means of implementation}
{{{
Life-cyclephases
Design
Preliminary design
Detailed design
Identification
Concept
Implementation
Operation
Decommission
Requirements
Views
Subdivisionaccording tomodelling views
ResourceOrganisation
InformationFunction
}
Instantiation
{{
GenericPartialParticular
{
Subdivision according to genericity}
HardwareSoftwareSubdivision
according to physical manifestation}
P Bernus, 1999
EMsEMs
Enterprise ModelsEnterprise Modelsrepresent the particularrepresent the particular
enterpriseenterprise
… … all those models and descriptions that document the all those models and descriptions that document the particular enterprise across the enterprise life-cycleparticular enterprise across the enterprise life-cycle
P Bernus, 1999
• Potentially every area of the GERA modelling framework is populated with models or descriptions of the enterprise
• Often these models exist in the enterprise for the production facility and the control system / information system, but not the part of the business processes done by humans and not for the entire system of management (decisions)
P Bernus, 1999
Use of enterprise models
• Support the enterprise engineering process (explicit, common reference for people, decision making using simulation, optimisation, etc)
• Model based control: support the execution of business processes (e.g. workflow implementation of some business processes)
P Bernus, 1999
Life-cyclephases
Views
Instantiation
(particular)EnterpriseModels
(particular)EnterpriseModels
EMsEMs
P Bernus, 1999
GERAGERAmodellingmodellingframeworkframework
Life-cyclephases
Views
Instantiation
Management policiesManagement policies
Machine tools, Machine tools, controllers etc.controllers etc.
Hw resource requirementsHw resource requirementsof operationof operation
Operational requirementsOperational requirementsOperational requirementsOperational requirements(business process model)(business process model)
Operational requirementsOperational requirements(information model)(information model)
Sw resource requirementsSw resource requirementsof operationof operationOrganisationalOrganisational
requirements requirementsof operationof operationManagement requirementsManagement requirements
Shop floor workersShop floor workersManagement personnelManagement personnelControl systems,Control systems,MIS database, DSS,..MIS database, DSS,..
Operational policiesOperational policies
MIS & ctrl software MIS & ctrl software (applications(applicationsand database and database development)development)
MIS & ctrl hardware MIS & ctrl hardware installation and testinginstallation and testing
Personnel training,Personnel training,hiringhiring
Development of personnelDevelopment of personnelinstructionsinstructions
Comissioning and Comissioning and deployment of deployment of production machineryproduction machinery
ProductionmachineryProductionmachineryconfigurationconfiguration
Examples for areasExamples for areasdescribed /modelleddescribed /modelled
P Bernus, 1999
EEMsEEMs
Enterprise EngineeringEnterprise EngineeringMethodologyMethodology
describe process ofdescribe process ofenterprise engineeringenterprise engineering
For each type of change activity and life-cycle ‘phase’ describe For each type of change activity and life-cycle ‘phase’ describe ways of progression, identify tasks and tools - need not beways of progression, identify tasks and tools - need not beintrusiveintrusive
P Bernus, 1999
Examples
• Purdue Guide for Master Planning
• GRAI GIM
• In preparation: Handbook of Enterprise Integration (by 1999, Springer Verlag)
• Important component: modelling methodology -- how to select modelling languages and tools for a practical task
P Bernus, 1999
EMLsEMLsEnterprise Modelling LanguagesEnterprise Modelling Languages
provide modelling constructs forprovide modelling constructs formodelling of human role,modelling of human role,
processes and technologiesprocesses and technologies
All areas in the modelling framework needAll areas in the modelling framework needsuitable languages - some formal, some not...suitable languages - some formal, some not...
P Bernus, 1999
Available languages
• For each area of enterprise model there is a potential need for a suitable language of description
• GERA modelling frameworkk identifies such areas
• Depending on the aim of modelling languages of various expressive power are needed
P Bernus, 1999
• E.g. CIMOSA integrated set of modelling constructs for the business process modelling (info and material flow)
• For the ‘downstream’ models great variety of geometric modelling and, simulation languages
P Bernus, 1999
• Functional modelling: idef0, cimosa, uml,...
• Process modelling idef3, cimosa, FirstStep,, PSL, uml
• Data requirements modelling: ER, OOA/D
what is the difference?
P Bernus, 1999
Differences...
• Expressive power …. Select depending on the analysis / design task
• Rigour … Is the meaning of modelling constructs well defined?
• Ease of use … do people of various backgrounds understand in the same way? Good graphic view?
• Availability of support tool
• Extendable … new constructs, ‘metamodelling’?
P Bernus, 1999
Generic Enterprise ModellingGeneric Enterprise Modelling
ConceptsConceptsdefine the meaning ofdefine the meaning of
enterprise modellingenterprise modelling constructsconstructs
GEMCsGEMCs
P Bernus, 1999
• Glossary and examples Glossary and examples • MetaschemaMetaschema• Ontological theoriesOntological theories
GEMCsGEMCsFor end usersFor end users
For tool developersFor tool developers
P Bernus, 1999
Life-cyclephases
Views
Instantiation
Generic enterprisemodelling conceptdefinitions (theconcepts of themodelling languages)
Generic enterprisemodelling conceptdefinitions (theconcepts of themodelling languages)
GEMCsGEMCs
P Bernus, 1999
EETsEETs
Enterprise EngineeringEnterprise EngineeringToolsTools
support enterprise engineeringsupport enterprise engineering
Software tools allowing model construction, Software tools allowing model construction, management, analysis, decision making in enterprise designmanagement, analysis, decision making in enterprise design
P Bernus, 1999
• KBSI IDEF tools
• FirstStep
• METIS
• Aris
• …
…. Many others exist, often used are Petri net based tools, IDEF3, GRAI Grid
• Collect them in an enterprise engineering workbench
P Bernus, 1999
High quality tested models used forHigh quality tested models used for‘drag and drop’ enterprise modelling - quickly ‘drag and drop’ enterprise modelling - quickly and cost effectivelyand cost effectively
PEMsPEMs
Partial Enterprise ModelsPartial Enterprise Models
provide reusable referenceprovide reusable referencemodels of human roles,models of human roles,
processes and technologiesprocesses and technologies
P Bernus, 1999
• Typical models that can be modified, adapted; may form a taxonomy -- reference architectures of type I
• Abstract vs concrete models -- various levels of detail (e.g. ISO 900x is policy level)
Complete models vs Building blocks (tested components) which can be combined
PEMsPEMsForms of ‘partial’ models Forms of ‘partial’ models or ‘Reference Models’or ‘Reference Models’
P Bernus, 1999
Life-cyclephases
Views
Instantiation
Partial enterprisemodels (reusable trusted components)
Partial enterprisemodels (reusable trusted components)
PEMsPEMs
P Bernus, 1999
GERAGERAmodellingmodellingframeworkframework
Examples for areasExamples for areasdescribed /modelleddescribed /modelled
ISO 900xISO 900x
SAP module specsSAP module specs
Purdue CIM ModelPurdue CIM ModelSTEP ARMsSTEP ARMs
STEP APsSTEP APs
GRAI-Gim Ref ModelGRAI-Gim Ref ModelCAM-I CIM ModelCAM-I CIM Model
Reference models Reference models allow quick allow quick progression from progression from specification to specification to design solutiondesign solution
P Bernus, 1999
EMOsEMOsEnterprise ModulesEnterprise Modules
ImplementableImplementable modules or products (sw modules or products (sw and hw); human professions, operational and hw); human professions, operational
processes, technologiesprocesses, technologies
Major functional components of the enterprise can only beMajor functional components of the enterprise can only beplanned for implementation if they are embodied inplanned for implementation if they are embodied inproductsproducts available on the market. This includes available available on the market. This includes availablehuman resource on the job market, machinery, IT products,human resource on the job market, machinery, IT products,services.services.
P Bernus, 1999
Some examples for ‘enterprise modules’ i.e. product types
• Integrating Infrastructure – database management systems, – user interface systems [browsers, java swing], – distributed processing platforms [e.g. java
interpreter, corba], – distributed communication and collaboration
tools [lotos notes,…]
• etc...
P Bernus, 1999
• Human professions (available skill types)
• Process equipment, material handling and transport equipment types
• Major software modules like SAP/R3, Baan, ...
Some examples for ‘enterprise modules’ (cont’d)
P Bernus, 1999
Enterprise modules...
• Implement typical ‘partial models’
E.g. the requirements level model of ‘distributed user interface services’ specifies a product (resource) type, such as implemented by a browser product
P Bernus, 1999
ConclusionConclusion
• GERAM allows the manager to combine the stength of individual components
(E.g. combine the modelling capabilities of CIMOSA and associated tools with the Purdue guide for master planning - extended with change initiation methodology of GM21, and reusing published organisational blueprints and decision system analysis techniques of GRAI)
P Bernus, 1999
• GERAM is a shopping list for enterprises defining the capabilities needed to support enterprise engineering (small and big change)
• Particular types of industries may use GERAM as a blueprint to define a task list for R&D (e.g. IMS VITE virtual transport enterprise research consortium)
Conclusion Conclusion (cont’d)(cont’d)